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Redefine the work of leadership

“There is a need to move beyond the heroic model of leadership—because most leaders aren’t, in fact, very heroic.”

The era of the all-wise, all-powerful leader-as-decisionmaker is over. Leaders must become savvy social architects—individuals who are capable of building environments that engender extraordinary accomplishment. To make this transition from “command and control” to “motivate and mentor,” organizations need to develop leaders who are capable of building commitment and alignment without resorting to the traditional tools of bureaucratic control. The goal: an organization filled with leaders who lift everyone up.

117 Stories
196 Hacks
9 Barriers

Redefine the work of leadership

“There is a need to move beyond the heroic model of leadership—because most leaders aren’t, in fact, very heroic.”

The era of the all-wise, all-powerful leader-as-decisionmaker is over. Leaders must become savvy social architects—individuals who are capable of building environments that engender extraordinary accomplishment. To make this transition from “command and control” to “motivate and mentor,” organizations need to develop leaders who are capable of building commitment and alignment without resorting to the traditional tools of bureaucratic control. The goal: an organization filled with leaders who lift everyone up.

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A leader has two main responsibility.1. Establish his/her vision and communicate it to the organisation's community.
Story by Ghislain Demers on April 2, 2014
This entry tells the extraordinary story of how a small group of trainee clinicians, young leaders and improvement facilitators from within the National Health Service (NHS) of England created a call
Story by Helen Bevan on June 14, 2013
When we submitted our  ‘Project 10X’ hack last June as a part of MIX’s ‘Leaders Everywhere Challenge’ we imagined piloting that innovative change strategy within one of Silicon Valley’s
Story by Bill Veltrop on March 23, 2014
Co-Authored By Max Shkud
Liquefying an organization means disrupting the industrial-age driven assumptions on which rigid structures are designed and move on to make it adaptive, dynamic and anti-fragile.
Hack by Stelio Verzera on December 18, 2013
A real story of a curious public sector leader, a pugilist and a contrarian, who chose to do the right thing and design his system entirely around the needs of the customer - against the advice of Gov
Story by John Seddon on June 18, 2010
Using fluid team structures 1) to promote new serendipitous connections and innovation, 2) to develop people for competencies rather than prescribed roles, 3) to better match those people to business
Hack by Ben Biddle on May 9, 2012
After a period of relative under-performance from '99 to '04, In 2005 Hindustan Unilever undertook a massive 'culture-reboot' that focussed the length and breadth of the organization on making a 'real
Story by Stephen Remedios on April 15, 2012

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